Growing a Medical Practice: From frustration to a high performance business

By Sarah Bartholomeusz

IS YOUR MEDICAL PRACTICE DUE FOR A BUSINESS MEDICAL?

Have you started a medical business, but found that working harder isn’t growing the practice?

Do you want to know what’s holding back your business?

Have you always been the smartest person in the room, but somehow you just can’t seem to get on top of every

• Language: English
• Publisher: You Legal Pty Ltd
• Release date: Apr 30, 2018
• ISBN: 9780648470564

Sarah Bartholomeusz

Sarah is the founder and managing director of You Legal, a new category of law firm, providing top-tier corporate and commercial legal services and corporate governance support to ASX listed companies as well as growing businesses at all stages of their life cycle. As Australia's leading online legal counsel, Sarah has over a decade of experience and is committed to ensuring businesses have access to legal advice that minimises their risks and maximises their potential. As well as making the law straightforward, practical, and accessible for her clients, she regularly speaks at business and industry events and in 2015 was a finalist in the Telstra Business Awards and the Telstra Business Women's Awards.

Book preview

PART I

DEPRESSION, ANXIETY AND STRESS SCALE FOR YOUR BUSINESS

Life is amazing, and then it’s awful, and then it’s amazing again, and in between the amazing and the awful it’s ordinary, mundane and routine. Breathe in the amazing, hold on through the awful, and relax and exhale through the ordinary. That’s just living. Heartbreaking, soul healing, amazing, awful, ordinary, life, and its breathtakingly beautiful.

LR Knost

Setting up your own practice may not have turned out quite as you expected. When you first set up your practice, you were getting paid well for the work you loved, and you worked hard to bring in patients and hone the services you wanted to provide. Your friends and family thought you were living the dream.

As a very high achiever – super, crazy high achiever by society’s standards – you may not always feel as satisfied in your work as others perceive you to be. You may sometimes feel as though you’re struggling to close a persistent gap between where you are and where you want to be. Maybe you have seen others in your profession take time off, build a legacy, and lead teams of talented people. If you are reading this book, those are things you want – and the tips and tools provided here can help you transform your business to achieve those goals.

Running your own business – and feeling like you’re not quite achieving everything you’d hoped, no matter how hard you work – can cause anxiety, stress and even depression. So before we get to the mechanics of running your medical business, the chapters in the first part of this book look at your mindset, and how to adopt a business mindset that’s positive and high achieving. Let’s start with what’s so bad about the doctor’s mindset – the topic of chapter 1.

1. BUSINESS OWNER MINDSET VERSUS DOCTOR MINDSET

The body achieves what the mind believes.

Anonymous

When your goals do not match your mindset in business, the actions you take to move forward may not actually close the gap between your present reality and your intended destination. In other words, when your attitude is not in synch with your goals, realising the goals you have will be much more difficult and take longer.

As already mentioned, this mismatch for medical professionals commonly occurs because the training you’re offered at medical school and after graduation does not teach a business owner mindset. The doctor’s mindset you have cultivated is incongruent with the mentality of a business owner. In the next chapter, I cover preparing your positive mindset for achieving your goals, while this chapter focuses on how the doctor’s mindset might be holding you back. But first, let’s remember how it all started.

YOUR GOALS WHEN YOU STARTED YOUR BUSINESS VERSUS NOW

When you started your practice and envisioned making a living doing the work you’d trained for many years to do and loved doing, you didn’t know any different. You may not have, at that point, had a vision for something bigger. You just wanted to love your work and not have someone else telling you what to do.

You have done a fantastic job getting to where you are – operating your own medical practice is something very few people on the planet are able to do. Absolutely nothing is wrong with continuing to do what you are doing. Nothing is ‘less than’ about doing great work every day and exploring your craft. If that sounds exactly like what you want, own it. And, at the same time, realise that the goals you have need to match that mindset. If you want to create something bigger than yourself, however, something is going to have to shift.

When you first started your practice, your goals may have been to replace the income from your previous role, acquire a steady stream of patients and make a difference in the health of those patients. Those are great goals. However, for many practitioners, achieving those goals creates the persistent feeling that they are always struggling to get further ahead. You may have found you could increase your income, treat more patients and have a positive impact on those patients’ health but, on the flipside, you may have also found you have not been able to take a break or raise revenue past a point that compensates you for the value of your time.

Many of these problems occur because you are working towards business owner’s goals with a doctor’s mindset. This can create an incredibly frustrating situation. Each mindset has a set of goals associated with it and, while there’s significant wiggle room in each, there’s very little overlap. The following sections look at some of the main differences between a doctor and a business mindset.

WORKING IN INSTEAD OF ON YOUR BUSINESS

If your priority is digging in and doing the work, owning a practice is a great way to do this. Working with patients is hugely important, personally rewarding – and also fun – and will always be an important part of your schedule. Looking at the tasks that must be completed, however, and delegating these to others or investigating what can be automated can help you focus on the bigger picture. You need time to think about business development, which involves reviewing ‘outside the box’ alternative revenue streams and exploring ways to leverage other people to create additional value for your patients.

When your priority is on doing all the work, you don’t have time to review options for restructuring your practice’s model, examine new revenue streams, or build teams. Doing all the work is just one business model, and a perfectly acceptable way of operating your practice. However, you need to check your goals and make sure that your goals are aligned with doing all the work